Top 3 Office Game Changers

Posted on December 10, 2012 by Laura Lee Rose

Professional development series

As a Business Process Consultant and Efficiency Coach, I am a subject matter expert in the field of Process Improvement. I work closely with the client to analyze both operational processes and financial metrics to assess project opportunities that positively impact the financial performance of the client business. In that role, I see a few misconceptions in how to make office changes (or any change for that matter). The most prevalent false premise is to “start where you are and take small steps”. That may be the resulting action – but I don’t recommend we start there.

3 Top Office Changers are:

Clearly articulate where you want to be, do and have.
Educate or review the explicit and specific foundation pieces required to get there (i.e., business plan, resources, staff, funds,etc)
Evaluate where you currently are against those specific foundation pieces.

Practice forgetting:

My recommendation is to practice forgetting how you got where you are today. Many of those processes and procedures definitely assisted you to this point. But now you are going to a different place. Therefore, you need a different map. You may find that many of your current procedures are still valid. But that is not the goal. So, forget those old procedures for the time being. Focus on putting in place the ‘right procedures’ for your new goals and destination.

Conclusion: Consider your GPS. When you have a new destination or goal, your GPS doesn’t try to force you to travel the same path as you did last week or last month. Your past paths have no relevancy to your current GPS navigations. Your GPS starts from scratch every time. Depending upon the gap between where you currently are and your new destination, there may be some roads and routes in common. But that’s not the GPS’s focus. It’s just a consequence of time and space – not the goal. Your Business Practices should be treated like that.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

Top 3 Office Game Changers

Professional development series

As a Business Process Consultant and Efficiency Coach, I am a subject matter expert in the field of Process Improvement. I work closely with the client to analyze both operational processes and financial metrics to assess project opportunities that positively impact the financial performance of the client business. In that role, I see a few misconceptions in how to make office changes (or any change for that matter). The most prevalent false premise is to “start where you are and take small steps”. That may be the resulting action – but I don’t recommend we start there.

3 Top Office Changers are:

1) Clearly articulate where you want to be, do and have.

2) Educate or review the explicit and specific foundation pieces required to get there (i.e., business plan, resources, staff, funds,etc)

3) Evaluate where you currently are against those specific foundation pieces.

Practice forgetting:

My recommendation is to practice forgetting how you got where you are today. Many of those processes and procedures definitely assisted you to this point. But now you are going to a different place. Therefore, you need a different map. You may find that many of your current procedures are still valid. But that is not the goal. So, forget those old procedures for the time being. Focus on putting in place the ‘right procedures’ for your new goals and destination.

Conclusion: Consider your GPS. When you have a new destination or goal, your GPS doesn’t try to force you to travel the same path as you did last week or last month. Your past paths have no relevancy to your current GPS navigations. Your GPS starts from scratch every time. Depending upon the gap between where you currently are and your new destination, there may be some roads and routes in common. But that’s not the GPS’s focus. It’s just a consequence of time and space – not the goal. Your Business Practices should be treated like that.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

What’s the difference between strong management and harassing behavior?

Posted on December 7, 2012 by Laura Lee Rose

One reader asked me: I’d like to get some insight about the fine line between behavior by a manager that is legitimately harsh and within normal management practices and behavior that could be considered harassment. For example, how do you determine whether reprimanding an employee in front of his or her peers is harassment? Questions: Are there certain criteria that apply to conduct that is considered to be harassment? Can yelling at an employee in front of his or her peers be harassment? What determines whether or not it is? How likely is it that an employee who is disciplined under legitimate circumstances will complain of harassment? How does an employer deal with this situation?

I think this issue can be greatly simplified by simply focusing on ‘appropriate behavior’.

Instead of trying to define the line between managing and harassing behavior — corporations should focus simply on appropriate behavior. Something can be deemed ‘inappropriate’ more easily than the legal definition of ‘harassing’.

If the company’s only goal is to avoid legal ramifications, then that is one thing. But if the company’s goal is to provide an appropriate atmosphere for employees to be productive and inspired — then focusing on ‘appropriate’ behavior will be more beneficial to both management and employee.

Appropriate behavior supports calm, confident, and flexible leadership.

If management is confident that he/she can handle any situation – then there is no need to yell, scream or curse at any time.

Inappropriate actions would include:
reprimanding an employee in front of his or her peers
blaming individuals or external environment for project status
defending one’s position on a particular solution against all other solutions
demanding that there is only one way to accomplish a shared goal.

If you focus on high-level appropriate reactions, then the legal line of harassment rarely comes into play.

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Should I hire over-qualified people?

Posted on December 3, 2012 by Laura Lee Rose

Should I hire over-qualified people?

(or will they leave as soon as something better comes along)

Professional development series

In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered the “hiring” topic (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.

I recently received this question from a reader:

I currently have several positions open, and the job descriptions clearly outline the experience necessary. I’m drowning in applications from overqualified people. I know with the unemployment rate so high, people often have noticeably more experience than the jobs they apply for require.

However, I fear that if I hire overqualified applicants, they will leave as soon as a better job comes along. So I prefer to hire candidates ready to move up or laterally. Is it worth considering overqualified candidates? Or can we add something to the job description to improve our applicant pool?

You are in a great position. My recommendation is not worry about the future if you hire an over-qualified person. Focus on hiring the perfect person for the job. And let “what if” take care of itself. Let’s take the following examples:

Some people you feel are ‘over-qualified’ are actually looking for a lower-pressure position. They want something they can comfortably and expertly handle in 5-days/8 hour time slot. Because they are (as you describe) “over-qualified”, your position is perfect for them. They may not be looking for their ‘next challenge’.

Don’t assume you understand someone’s reason for applying for your job. They may want a slight career change. Although they may seem over-qualified for the specific task you have in mind; their interest is more in a change of industry or culture. Maybe their next challenge is getting experience in this new industry or area. Perhaps your job offers more travel (or less travel). It can be any number of things that attract.

Understand why you are hiring. If you are in a production spike and need someone that will ‘hit the ground running’, hiring an over-qualified person is your best option. If your spike is temporarily, consider contracting or temp-to-hire, until your product needs levels out a little.

To ease your discomfort around this topic, be explicit in your expectations. Explicitly announce your expectations and intentions (including the minimum length of expected stay). It’s perfectly acceptable to include the expectations to stay in this particular job for 8 months, 1 year (whatever your minimum expectations are). You can also include a contract penalty for leaving the position early (1 week, 2 week pay, whatever). This will weed-out the people that are merely using your job as a jobs-gap (bridge to another position).

Continually outline future career opportunities and advancement routes in both the technical and management ladders. This helps retain the high-performance employees.

Conclusions:

Don’t wait until the top-performers leave your company to figure this out. If you don’t invest in your current employees’ career development, then you will be left with only low to mediocre performers (which make your management job that much more difficult). Avoid offering lateral positions merely to ease your discomfort with hiring ‘over-qualified’ candidates. Offer lateral position when it comes with additional promotion or skills advancement opportunities for the employee that is making that change.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

When to hire?

Posted on November 30, 2012 by Laura Lee Rose

When to hire?

Professional development series

In today’s tight economy, many employers are under financial strain. They need additional staff and resources to get the products and services out the door, so that they can expand and sell more products. On the other hand, ‘right now’ money is tight to hire new employees. Because of this dilemma, many businesses wait much too long to hire and fail because of this.

So – when is the right time to hire?

The simplest answer to this complex question is: “When the important work isn’t getting done.”

There will always be an abundance of work on our plates. But when we see that the MUST DO tasks are not getting done at the quality, accuracy or speed that our business needs to be successful – then we need to reevaluate where we are placing our resources. We need to constantly focus on the business goals, mission and vision (versus being distracted from the everyday items).

For instance – if the ‘nice-to-have’ items are getting done; instead of the MUST DO – there are several things we can do:

1) Reposition resources from the ‘nice-to-have’ items and onto the MUST DO.

2) Train inside personnel to move onto MUST DO items

3) Contract help for a short-term to close the gap on the MUST DO. This is useful if it’s a temporarily blip or gap.

4) Replace/retrain ineffective personnel (Performance Improvement Plan or PIP). This is useful if the MUST DO is fully staffed but just not being executed effectively.

5) Place ineffectual employee on a PIP plan and subsidize with a temp-to-hire personal. If PIP fails, you can convert the temp-to-hire. (For more information on how to implement a PIP, contact LauraRose@RoseCoaching.info )

6) Add additional staff, if you have the funds and time to interview.

7) Outsource or hand-off to business partner/affiliate, if you don’t have the funds or time to interview/train.

Hiring isn’t always the silver bullet.

Quick steps to move forward:

1) Identify the staffing gap (clarify the business goals that are not getting accomplished).

2) Outline the skill set and time frame needed for the gap.

3) Research alternative ways to fill that gap that fit your budget and time frame.

Conclusions:

Don’t wait until the last minute to hire a candidate that requires training. Merely hiring someone will not solve the problem. When you hire, you ultimately increase administration tasks, expenses and learning curves. The delay caused by the inevitable learning curve places additional financial and morale strain at the workplace. Consider your natural business cycle with hiring. If you are hiring in a spike consider more qualified candidates. If you are hiring during the slow season and are ramping up for your next spike, then you have time to train someone less experienced. If you don’t have time or money to hire, consider outsourcing or handing-off to business partners/affiliates with a referral revenue plan.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

Why do employees continue to job-search?

Posted on November 28, 2012 by Laura Lee Rose

Why do employees continue to job-search?

(Even when they already have a good job)

Professional development series

Two recent surveys found that a majority of full-time workers continue searching out job opportunities, usually online and often through social media. What are the pluses and potential pitfalls of continually being on the search?

My first recommendation to employers is to not take “continually searching” personally. There are many reasons individuals window-shop. People often droop over the newest sports-car or gadget. But it doesn’t necessarily mean that they are unhappy with their current toys.

There are often many reasons for job-window-shopping:

1) If workers are not satisfied with their current work environment, they will continually look elsewhere.

The advantage to this is that many people can handle a ‘bad working environment’ as long as they see a light at the end of the tunnel (a potential new position in the horizon). Conduct frequent one-on-one meetings to understand what is lacking in your employees career development plans.

2) People are always curious. This is an advantage to everyone. Employees should be encouraged to bring these new desires and new knowledge to their manager to see if there are appropriate jobs opportunities in your current company that fits. Management would be prudent to hold frequent career development one-on-one meetings, so that they understand what their talented employees are looking forward to doing.

3) Excellent employees are always forward looking. If the employee sees no ‘next step’ within their current company, they will look more seriously at their next step outside of their current company. Management would be smart to continually outline attractive and progression job roles for their best employees.

4) People need to feel valued and want to be continually challenged in their area of passion. At a certain professional level, it is not ‘money’ that satisfies. The best employees are attracted toward an increase of mastery and autonomy in the areas that they are passionate about. If management isn’t listening, they are likely to lose their most valuable employees — because it is the talented that walk and the weak that stay.

5) If management uses this opportunity to negatively affect the employee’s advancement opportunities, then management is short-sighted. The employee is doing exactly what they need to do to create the most effective and efficient match between what they want to do with their careers and what they are actually doing with their careers. The employee is acting responsibly. Management would be acting responsibly by listening and reviewing current company’s opportunities to better match their employee’s talents and passion.

Conclusions:

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

Do you risk hiring someone that is under-qualified?

Posted on November 26, 2012 by Laura Lee Rose

Professional development series

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies. In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.
In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered the “hiring” topic (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.
In today’s tight economy, many employers contemplate hiring under-qualified candidates at a lower rate. Should you take on a promising employee that you know you’ll have to spend substantial time training, but could pay off? And if so, how do you identify such a candidate?

There’s a risk whenever you are hiring. Even a very experienced employee can turn out to be a dud. Most of us depend upon our gut feel and use your best judgment on any new hire. There are a couple of things we can do to reduce our risk.

Understand why you are hiring:

If you are hiring because you are having a spike in client requests and sales, then hiring someone that is not qualified is not the best solution. The new person is not only unable to assist with the client requests right away – but other employees will be diverted from the client requests while they are training the new person.
When hiring someone under-qualified to save money and reduce your budget, you should also consider the salary/time of the other employees that are training the new person and the length of the learning curve. Figure out the money you are losing during that learning curve. If you can accommodate the temporary loss of production, than go for it.
If you are hiring the under-qualified person because they seem like a diamond in the rough, do not place them on a critical path role or project. Do not create a bottleneck in your important project schedules.

During the interview:

Ask Scenario-based, trouble-shooting questions like: “You are given a task in an area that you are unfamiliar with – where would you start?”
Ask them to tell a story about how they actually accomplished a task in an area that they weren’t very accomplished in.
Ask them their career goals and professional development plans.
Discuss a probation period. Outline expectations that within 3 months they will be doing xyz on their own, –outline performance expectations. Agree to hire them at a lower rate, and increase after the probation period if you deem appropriate.
Make sure they have some secondary skills that you can take advantage of while they are training in their primary skills. This way they are producing in an area – while they are learning another.

After hire:

Allocate a mentor or someone responsible for overseeing the new-hires progress.
Give the new-hire frequent feedback at your one-on-one manager meetings.
Make them responsible for the orientation and training materials during their training. They learn better if they are the one documenting and keeping the training materials up to date. Make the trainee responsible for the orientation and training materials during their training. They learn better if they are the one documenting and augmenting the training materials. Reduce the occurrence of them asking the same question twice.

Conclusions:

Don’t wait until the last minute to hire a candidate that requires training. The delay caused by the inevitable learning curve places additional financial and morale strain at the workplace. Consider your natural business cycle with hiring. Don’t place an unqualified trainee in the middle of the critical path. If you are hiring in a spike consider more qualified candidates. If you are hiring during the slow season and are ramping up for your next spike, then you have time to train someone less experienced.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

Difference between managing and harassing behavior

Posted on November 16, 2012 by Laura Lee Rose

There is a fine line between behavior by a manager that is legitimately harsh and within normal management
practices and behavior that could be considered harassment. For example:

How do you determine whether reprimanding an employee in front of his or her peers is harassment?
Are there certain criteria that apply to conduct that is considered to be harassment?
Can yelling at an employee in front of his or her peers be harassment?
What determines whether or not it is?
How likely is it that an employee who is disciplined under legitimate circumstances will complain of harassment?
How does an employer deal with this situation?

While there may be a fine line between management and harassing, this issue can be greatly simplified by simply focusing on ‘appropriate behavior’.

Appropriate behavior supports and encourages calm, confident, and flexible leadership.

If management is confident that he/she can handle any situation that comes their way, then there is no need to yell, scream or curse at any time. Overreaction in this way tells more about employer’s ability then about the employee.

Inappropriate actions would include:

reprimanding an employee in front of his or her peers
blaming individuals or external environment for project status
requiring employees to consistently stay late to compensate for poor project management skills
defending one’s position on a particular solution against all other solutions
demanding that there is only one way to accomplish a shared goal.

If you focus on high-level appropriate reactions, then the legal line of harassment rarely comes into play.

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

If you can drive, you can understand project managing.

Posted on November 14, 2012 by Laura Lee Rose

If you can drive, you can understand project managing.

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies. In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.
If you know how to drive, you already understand project management. You may still not want to be a project manager, but at least you understand better their function and value. In fact, project management and defensive driving have much in common. Let’s look:

Road Expectations	Project Management Equivalent
Traffic patterns and traffic rules	Project ground rules, schedules, resources, budgets, etc
You cannot safely go faster than the car in front of your	Critical path analysis and task dependencies
Everyone in your lane (even though they have a variety of destinations) really needs to be heading in the same direction	Everyone on your team (even though they may have different motives) need to be heading in the same direction.
Car’s break lights are RED for a reason	RED FLAGS on a project mean slow down; stop; and re-evaluate.
Motorist pull over for emergency vehicles	Projects have recovery protocol charts and plans
Motorists merge temporarily into another lane to get around an accident.	Project resources are temporarily redirected to past a blocking issue.
Traffic lights and signs are placed to control the traffic patterns and keep everyone in-synch and on time.	Status reports and quality metrics are placed to keep everyone in-synch with the delivery schedule.
Motorists risk lives when they speed and ignore traffic rules.	Employees risk the project schedule and create hostility in the team when they ignore the project rules.
Accidents and traffic tickets delay time to destination	Defects and morale issues delay project delivery schedules
Optimal routes change depending upon road conditions, weather, traffic patterns, time of day traffic loads, and construction schedules.	Projects often deviate from the original route because of various contributing factors such as: resource allocations, equipment failure, outsource/contract disputes, defects in components, scheduled maintenance and security upgrades, etc.
General motorist courtesy: slower traffic stays right, left lane reserved for passing only, leave enough space when you change lanes (no cutting off people), allow people to merge into your lane, etc.	Project meetings have certain courtesy ground rules: No interruptions, allow everyone to speak their opinions, no arguing, allow the option to change direction (as long as the destination stays the same).
Yield the right of way	Abide by the priority of the team goals (not just your own agenda).
Pedestrians have the right of way	Keep the client perspective in mind at all times. Project Managers need to also be a client advocate
Motorists encounter detours because of unexpected road constructions – but their final destination is the same.	The natural flow of a project will have some detours – but the final destination always stays the same.
Getting angry at the non-moving traffic doesn’t make the traffic move any faster.	Getting upset at the lack of visible project progress isn’t helping. Either take constructive action or be confident that things will eventually move along.
Road rage	Sometimes there is road rage in the boardroom or office meeting. It’s as dangerous in the office as it is on the streets.
Texting while driving may cause something to be missed and end up in a fatality.	Texting and multitasking in a project meeting will cause something to be missed and end in a delay in schedule.
Bridges ice first	Project pieces not well grounded or rooted, are risky. That is why you have Risk Analysis and Risk Management as part of the project manager’s toolbox.
Different cars handle differently on the road.	All employees and resources are not the same. You need to handle them individually.

Want more help? Setup a one-on-one chat session or email consult with LauraRose@RoseCoaching.info

Do you have what it takes to be a good project driver?

Take this online project driver test to find out….

How a diet tip helped me get a work-related request accomplished.

Posted on November 5, 2012 by Laura Lee Rose

I know this sounds strange, but I used a diet tip that I read from Micheal Thurmond’s “6 Day Body Makeover” – to accomplish career critical tasks.

The diet tip is about ‘how you stay on your meal plan when you go out to eat’. The tip suggest that if you want substitutions (for instance a healthier vegetable as opposed to a high-caloric side dish) – then peruse the menu for vegetables. If the kitchen is already offering broccoli on a different menu entree, then it is more likely that they will not have a problem substituting broccoli for your side dish. If you don’t see that vegetable on any of the menu’s entrees, it’s less likely that your request will be granted.

Yes — that’s a great diet tip, but what does that have to do with collaborating with others in the work environment?

Well — take this example:

I am a vendor for an organization. This organization has not been proactive in promoting our series (of which they get a revenue share). Since it’s to both of our advantage that this series is successful, I searched for low-hanging fruit items for them to implement to increase our exposure and promotion opportunities. So — I did the following:

Investigated what they are already doing for other vendors in regards to promotions.
Mocked up similar buttons and video clips for our series.
Proposed integrating these things along with the other things they are already doing.

Since they already had the mechanism in place for the other vendors, they had no problem slipping my things in that same mechanism.

How about this example:

You want to attend an out-of-town conference. Your company has a tight budget. Although they will give you paid-time-off (without the cost of a vacation day), they didn’t initially approve the cost of the conference or travel expenses. What if you did the following?

Investigated which of your high-profile clients are also attending this conference.
Contacted the sales/marketing person associated with those specific clients to catch up on any current issues and promotion opportunities. Ask their opinion if their client would be interested in meeting the actual developer of their product (to discuss future and current feature lists)? [Most clients jump at the chance to talk to a developer]
Propose a technical support/sales event, such that with one trip (to this conference)– you can visit this specific list of high-profile clients.

What if you designed the proposal like that above? Would you have improved your changes?

What to find out about a handful of professional tools and cheat sheet for your use? Check out the 10 Tools in 10 Minutes video at:

Why Do Workers Keep Searching Out Jobs

Posted on November 1, 2012 by Laura Lee Rose

There are often many reasons for job-window-shopping:

1) If workers are not satisfied with their current work environment, they will continually look elsewhere.

The advantage to this is that many people can handle a ‘bad working environment’ as long as they see a light at the end of the tunnel (a potential new position in the horizon).

2) People are always curious. We window-shop. We want to see what is out there. Like window-shopping, people like to compare their current wardrobe to see if anything is missing, etc. It doesn’t necessarily mean that they are wanting to ‘jump ship’. This is an advantage to everyone if you take this new desire and new knowledge to your manager to see if there are appropriate jobs opportunities in your current company that fits what is attracting you out there. Management would be prudent to hold frequent career development one-on-one meetings, so that they understand what their talented employees are looking forward to doing. It the employee sees that there is no ‘next step’ within their current company, they should feel allowed to look more seriously at their next step outside of their current company.

3) People need to feel valued and want to be continually challenged in their area of passion. At a certain professional level, it is not ‘money’ that satisfies. It is more likely to be a combination of money, autonomy and mastery opportunities that are more aligned with the individual’s passion and talent. If management isn’t listening, they are likely to loose their most valuable employees — because it is the talented that walk and the weak that stay.

4) If management uses this opportunity to negatively affect the employee’s advancement opportunities, then management is short-sighted. The employee is doing what they need to do to create the most effective and efficient match between what they want to do with their careers and what they are actually doing with their careers. The employee is acting responsibly. Management would be acting responsibly by listening and reviewing current company opportunities that better match their employee’s talents and passion.

Do you have a ‘ready-to-use’ resume or press kit? To get a sample Professional Press Kit worksheet,

Laura Lee Rose

Transforming the way you run your business into the business you love to run

Tag Archives: Blooming entrepreneurs

Top 3 Office Game Changers

3 Top Office Changers are:

1) Clearly articulate where you want to be, do and have.

2) Educate or review the explicit and specific foundation pieces required to get there (i.e., business plan, resources, staff, funds,etc)

3) Evaluate where you currently are against those specific foundation pieces.

Practice forgetting:

What’s the difference between strong management and harassing behavior?

Should I hire over-qualified people?

When to hire?

Why do employees continue to job-search?

Do you risk hiring someone that is under-qualified?

Difference between managing and harassing behavior

If you can drive, you can understand project managing.

If you can drive, you can understand project managing.

Do you have what it takes to be a good project driver?

How a diet tip helped me get a work-related request accomplished.

Why Do Workers Keep Searching Out Jobs